RedSeal

“About 240. Mostly all global 2000 and federal. We have every intel agency, all of the DOD, their services, and many of the civilian agencies are our customers.”

“All in seventy-five million dollars. Most of that was raised before I became CEO.”

“So that customer is DISA and it is a five year deal. So 31,000,005 years. We probably spent two and a half, three million dollars to get that deal over two, three years.”

“Most of our deals the 200,000 dollar average deal, we make a little money there. It's the renewal or really the expansion where we make our money.”

“We're getting renewals of about 90%. So churn's 10%. It's pretty good. Revenue, revenue.”

“I brought in twice in business in Q three that I spent on expenses two times. So if I made, yeah, if I made two dollars, I only had a dollar of expense and that's the bottom line, not the gross margin, but the net margin of the company.”

“We're we'll do forty million this year. It's still kind of lumpy because some of our deals are quite large. Most of our deals are average as you point out, but we'll do forty million this year.”

“We had one go to eleven million dollars in the fourth year.”

“The biggest friction to deployment is how embedded is the technology. There's a lot of soft, there's a lot of cyber software that just sits in front of things. That's easy to install very quick. You download it, put it on a device and off you go.”

“Probably on average, I'm willing to spend it when the first years yeah, I'll say yes.”

“We expect Q two to be down 20, 25%.”

“Well, I mean, there's only two things to do in a startup company. You make product or sell product. And to reduce either of those seems to me a little foolhardy. If you have to, I would actually reduce the engineering because you really do need that top line f…”

“They've not put another dollar in, not necessary, and we're going to get through it on our own.”

“It's still by the unit.”

“I actually have customers that are dealing with some of this international interference and we're seeing it in their, they're seeing it in their networks commercial and government.”

“What they're doing, they are putting in observers malware that sits and observes primarily being able to alter routing, for example just like what Sony did, you know, at the Sony situation, they put in malware that was, had a back door that was shipping every …”

“A 150 on my payroll here in the United States, Canada, and Japan, and UK. But we have about 50 people also offshore in various organizations in India and Vietnam. So about 200 all in.”

“Well, no furlough, just reduction in pay. Part of my strategy was to keep everybody employed, Keep everybody working on the problems to keep supporting our customer base.”

“No, everybody took the same. My goal was that we're gonna, we're all gonna sacrifice a little bit in order to survive. There are no special dispensations.”

“We've given ourselves two quarters. You know well, without, without revenue, yeah, it's about two quarters.”

“No, we're, we think it'll be flat.”

“We're in all the intel agencies, all the military, and most of the civilian side of the government.”

“A large part of our base is U.S. Government. They represented about a hundred in those two 50.”

“No, yeah, actually it's, that's all running about the same.”

“Total at that time was about seventy five million.”

“About 60 engineers, 20 support engineering. Then there's about 80 people in the field. Of the people in the field, there are, I don't know, 30 quote acquiring people, but we all go as a team.”

“Literally, so sometimes configuration information for all the routing equipment, those routing equipment guys, Cisco, Palo Alto, Checkpoint, Fortinet, Juniper, all of them, they change their stuff all the time. And occasionally we get So they upgrade our softw…”

“And now we've grown to about, well, we're over fifty million now.”

“It's the, they bought more than 50%, yeah.”

“No, none. I'm building a company, building a business.”

“That's our goal would be, you know, in that zone, a hundred million. We think we can do that in the next two to three years.”

“39.”

“And of course some customers have installations in different disparate places because they're located different places, but that all ends about 250 distinct customer names.”

“The stresses had to do with cash, cash flow we actually grew cash over the last year, but not without a lot of stress on the team. I'd had some attrition that I didn't like cause I couldn't afford things as much as I wanted to. And honestly growth rate was sa…”

“Most people start small and expand over time. So a typical entry point would be 500 routers. And so that'll, you know, that'll generate, I don't know three, two or 300,000 dollars, and then as it expands, it gets bigger, and that's the way it works.”

“The last time I looked, it was about a 1,000,002 1,000,003.”

“Well, some of them doubled. Some of them, on average, probably, I'd say, 20 or 30%.”

“Interestingly, we're not people who have cutting edge capabilities and really are on the hairy bleeding edge of things. They don't typically use this.”

“We got up to about 17, eighteen million dollars in 2012, 2013, and things kind of leveled out.”

“It depends on the quarter. We will be profitable this year. Last quarter, we're a little under this quarter. We'll be way up. And then Q four will be about a break even.”